Conflict Sparks Change: 8 Field-Tested Strategies for Human Resources Professionals

INTRODUCTION

The HR Professional’s Role in Conflict

For HR professionals to effectively utilize the strategies outlined in this book, it is imperative that they possess a comprehensive understanding of the intricate dynamics of conflict. Conflict, far from being a simple interaction, is a complex interplay of various factors. It encompasses not only cognitive processes within the brain but also hormonal influences, deeply ingrained learned behaviors, and the contextual nuances of each specific moment.

To navigate conflict adeptly and stay present during very complex conversations, HR professionals must delve into the multifaceted nature of its origins and manifestations. The human brain contains cognitive biases and emotional responses that intertwine to shape our reactions to conflict situations. Hormonal fluctuations, which can be very difficult to manage, can significantly impact our perceptions and behaviors during conflict, further complicating the resolution process. Understanding the complex interplay of various factors encompassing cognitive processes, hormonal influences, learned behaviors, and contextual nuances is vital for HR professionals so that they can tailor conflict resolution strategies to specific situations.

Understanding the Dynamics of Conflict

Conflicts are not isolated incidents, and are often influenced by our past experiences and learned behaviors. Our individual backgrounds, cultural influences, and personal histories all contribute to how we engage with conflict and approach its resolution. Understanding these underlying patterns is essential for HR professionals seeking to address conflicts effectively within their organizational settings. The context in which a conflict arises plays a pivotal role in shaping its dynamics. Organizational culture, power dynamics, and external pressures—these factors and more exert influence on how conflicts unfold and escalate in the workplace. HR professionals must be attuned to these contextual nuances to tailor their conflict resolution strategies accordingly.

By grasping the complexities of conflict at both a psychological and contextual level, HR professionals can better equip themselves to implement the strategies delineated in this book and foster harmonious and productive workplaces. Here are a few of those underpinnings affecting conflict:¹

Aggressive brain.Our brain’s emotion center (amygdala) and its control center (prefrontal cortex) team up to decide how we react in a conflict. If these areas aren’t playing nice or if our brain chemicals are out of whack, we might be more likely to get aggressive.

Hormone rollercoaster.Hormones like cortisol (the surge hormone) can make us feel feisty or frazzled during a conflict. They’re like the fuel that powers our reactions.

Our genes/DNA.Our genes give us our own unique temperament, which affects how we handle conflicts. Some of us might be more chill, while others are quick to blow up. It’s all in our DNA.

Our thoughts.How we see things (perception), what we think about them (interpretation), and who we blame (attribution) can mess with how conflicts play out. We’re all biased, which can turn small issues into big blowouts.

Our basic survival instincts.Back in the caveman days, conflict was often about who got the best food or mate. Those instincts are still lurking in our brains, pushing us to fight for what we want even if it’s not life or death anymore.

Family, friends, and society.Our upbringing, culture, and environment all shape how we handle conflicts. If we grew up in a violent home or a competitive society, it can affect how we deal with disagreements.

All of this means that we must, as HR professionals, be the ones in the room (hopefully among others) who fundamentally believe that even with all of the above at play, change is possible. While we will encounter employees who seem to be stuck in a loop of aggression, with the right help and support, we can help them become more peaceful. If we recognize that our brains are constantly evolving, we know that this includes how we perceive conflict.

In addition, here’s your new reality: the COVID-19 pandemic has made a huge impact on social norms and interpersonal reactions—some good and some very bad. The strategies in this book take this into account and update strategies we might have used as HR professionals in a comparatively stable and less fearful world.

For example, one current response to conflict is apathy. While in the past we might have said that an apathetic response is grounded in yielding or avoiding conflict, we see it differently now. During the pandemic, many employees built up personal protective barriers to deal with the pain of loss, a fear of the future, and the new reality of what is important in life. These protective barriers combine to create behaviors at work that can result in not being engaged enough to notice conflict. We believe that constructive debate is the beginning of the innovation and change process—and apathy has a real opportunity cost. The COVID-19 pandemic has had a profound impact on the dynamics of conflict in several ways, and I’m not sure anyone knows the full impact yet:

Stress and anxiety.The uncertainty, fear, and disruptions caused by the pandemic have increased stress and anxiety levels worldwide. Elevated stress levels can heighten emotional reactivity and decrease impulse control. This potentially exacerbates conflicts in various settings including work, home, and our communities.

Social isolation.The landscape for working from home has been permanently altered. Lockdowns, social distancing measures, and remote work have led to increased social isolation and reduced opportunities for in-person interactions. Lack of social support and increased feelings of loneliness can contribute to heightened emotional distress and interpersonal conflicts.

Economic stress.The economic fallout of the pandemic, including job losses, financial insecurity, and business closures (or the constant fear of those), has exacerbated socioeconomic disparities and increased financial stress for many individuals and families. Economic strain can fuel conflicts over resources, financial decisions, and household responsibilities.

Health concerns and disruption of social norms.The threat of COVID-19 transmission and concerns about personal and family health have intensified workplace conflicts over adherence to public health guidelines, vaccination decisions, and health care access. Disagreements about risk mitigation strategies and differing perceptions of the pandemic’s severity can strain relationships and communities.

Political polarization.The pandemic has further polarized societies with conflicting beliefs, attitudes, and responses to public health measures and government interventions. Divisive rhetoric, misinformation, and conspiracy theories have fueled ideological conflicts and eroded trust in institutions, exacerbating social tensions.

Growth in resilience and cooperation.Despite the challenges, the pandemic has also highlighted the importance of community resilience and cooperation in navigating crises. Never in most of our lifetimes have we engaged in direct human-to-human contact like this, sharing a common experience across all borders. Many communities have come together to support each other, address collective challenges, and find innovative solutions, fostering solidarity and reducing conflict. As HR, have we tapped into this positive outcome enough?

In recent conflict coaching and mediations conducted in the aftermath of the COVID-19 pandemic, a noticeable trend has emerged: employees are facing an increased difficulty in sharing their narratives and expressing their concerns. This phenomenon appears to correlate with the functioning of the Broca area, a region situated in the frontal lobe of the brain that is renowned for its role in language production and speech comprehension.² Conflict, whether arising internally or externally, can trigger a cascade of cognitive processes, potentially impacting language and communication skills—a domain where the Broca area plays a pivotal role. The potential effects of conflict on this brain region include the following:

Increased activation.During conflict resolution, the brain often activates regions involved in decision-making and cognitive control, including the Broca area. This increased activation may reflect the increased demand for language processing and cognitive resources required to resolve the conflict.

Impaired language production.High levels of conflict or stress can impair cognitive functions, including language production mediated by the Broca area. This might manifest as difficulty finding words, stuttering, or other speech disruptions.

Cognitive control impacts.Conflict can interfere with cognitive control processes, including those mediated by the Broca area, leading to difficulties in organizing and articulating thoughts coherently.

Brain connections.Conflict may alter the connectivity patterns between the Broca area and other brain regions involved in cognitive control and emotional regulation. This altered connectivity could impact language processing and production abilities.

Different starting points.Different individuals may show varying susceptibility to the effects of conflict on the Broca area depending on factors such as stress resilience, cognitive flexibility, and overall brain health.

The specific effects of conflict may vary depending on the nature and intensity of the conflict, as well as individual differences in cognitive functioning. These responses can be especially embarrassing and frustrating to our employees, who may otherwise be both articulate and logical. Our ability to slow the room to let our employees gather their thoughts in conflict conversations is the best gift we can give to our employees—and the strategies in this book all take this problem into account.

AI and Conflict

In the wake of significant societal events like COVID-19, another force looms large on the horizon: artificial intelligence (AI). We believe that AI tools will offer both opportunities and challenges in relation to conflict resolution. AI tools can help track and resolve conflicts, provide insights into root causes, enhance communication that can ultimately establish trust, and even produce creative solutions to conflicts—all in a relatively unbiased manner. Some mediation experts, for example, already believe that technology is the fourth person in the room and embrace it as such.

However, there are challenges that current HR professionals will—not might—be navigating. While AI can analyze vast amounts of complex information, it may struggle with the subtle nuances and emotional aspects of conflicts that humans can understand. Will our near-future workforces engage with AI that will respond with only logical thought? And how will we navigate conflicts when our human employees use that very logical information to prove their point of view? Despite the benefits, we foresee inevitable workplace conflicts as debates occur regarding biases in algorithms. We foresee these impacts very soon:

Accountability.The development and deployment of AI in conflict scenarios raises complex ethical and legal questions regarding accountability, transparency, and adherence to international humanitarian law. Concerns about autonomous decisions without human intervention, alone, raise the risk of unintended consequences and potential violations of human rights.

Social tensions.AI-driven automation is currently transforming labor markets and industries, leading to economic dislocation and social unrest. In regions heavily reliant on industries vulnerable to AI disruption, such as manufacturing or transportation, economic inequalities and job displacement may fuel social tensions and conflicts over resources and opportunities.

Peacebuilding.On a positive note, AI technologies hold potential for mitigating conflicts and promoting peace-building efforts. AI algorithms can analyze vast amounts of data to identify early warning signs of conflicts, facilitate humanitarian aid distribution, or support mediation and negotiation processes by providing insights into conflict dynamics and potential solutions. Harnessing AI as an idea generator could prove invaluable in fostering peace amid turbulent times efficiently!

When it comes to dealing with AI in the workplace, HR professionals will soon play a vital role in facilitating the integration of AI alongside human workers. Here are some key ways HR professionals can help in managing the interaction between humans and AI:

Grow our HR knowledge set.If we will ultimately manage both a human and robot workforce with an AI backdrop working faster than we possibly can, we will need to have a deep understanding of human-machine interaction and collaboration methods to ensure a smoother integration of AI into the workplace.

Facilitate training programs.This is how HR professionals can equip employees with the necessary skills to work alongside AI effectively, such as troubleshooting issues and collaborating with automated systems.

Develop communication plans and policies.These plans and policies can address the realistic concerns about job displacement due to automation. To prevent unmanageable conflicts, HR will help with clear communication, transparency, and support during transitions.

As we move from dealing with COVID-19 to figuring out AI’s impact, one thing is certain: we need to be flexible